Author: Marshall Goldsmith

By Marshall Goldsmith (revised by Gil Dekel). While we often consider the blessings that come with a high IQ, we seldom think of the challenges that arise from extreme intelligence. Yet there are many. Major chief executives, as a group, would score well above the norm on any standard definition of intellectual intelligence (not referring to ‘emotional intelligence’, ‘artistic intelligence’ or other forms of intelligence). Yet, like any group, chief executives may do silly things, even as they are seldom silly people. Here are three attitudes that ‘smart’ people could avoids, and tips to adopt when building strong working relationships: Avoid trying to prove...

By Marshall Goldsmith (edited by Gil Dekel) Companies spend a lot of effort to perfect their mission statements, but how effective statements are in influencing behaviours? It seems that companies have wasted millions of pounds agonising over the wording of statements, assuming that people’s behaviour will change because of certain words such as “integrate our strategy and values.” There is a hope that when people hear great words, that they will start to exhibit great behaviour… Sometimes these words will evolve as people try to keep up with the latest trends in corporate-speak. For example, a company may...

By Marshall Goldsmith (editing by Gil Dekel). Employees that are experts in their field are sometimes referred to as ‘Subject Matter Experts’. Many Subject Matter Experts have years of education and experience, yet they have almost no training in how to effectively influence other people, especially how to influence decision-makers. In some cases, these decision-makers may be immediate or upper managers. In other cases they may be peers or cross-organisational colleagues. Every decision that impacts our lives will be made by the person who has the power to make that decision, not the ‘right’ person, the ‘smartest’ person, or...

By Dr. Marshall Goldsmith (and Dr. Gil Dekel.) Why feedback is required? Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organisation, employees need to know how they are doing. They need to know if their performance is in-line with what their leaders expect. Types of feedback. Employees need to learn what they have done well and what they need to change. Traditionally, this information has been communicated in the form of “downward feedback” from leaders to their employees. However, just as employees need feedback from...